While attending a briefing by a company regarding a contract, our directors Sindiswa Calana and Cecil Murray noted the high priority given to safety requirements. It was interesting to learn that, if your employees are working from home, you are responsible for their safety in that extended workplace. The example they gave was the tripping hazard of an electrical cord! That may seem petty, but it makes an important point…
The case for physical safety at work is compelling.
Without rules and protections, whether in heavy industrial or even office environments, injury and loss are more likely to occur. This can cause harm to people and organisations, seriously impeding their ability to deliver results.
When it comes to Psychological Safety, the counterpart to physical safety, organisations mostly still give this insufficient attention, though an ISO standard (45003:2021) does exist, with guidelines for managing psychosocial risk, and many employers do have great policies.
In our work as Team Coaches, we adopt a state of heightened awareness of psychological safety at work. As a result, we have noted countless situations highlighted by clients, including:
- A younger colleague, new to the team, an introvert, highly qualified, expressing fears about contributing their views, anxious about how they might be seen, afraid of criticism.
- A senior team member, highly proficient, quick to express criticism, surprised to learn how their approach was stifling others.
- Noticing a palpable shared relief as people made themselves vulnerable, sharing stories of their experiences of not being made welcome. The honesty helped the team contract and commit to more inclusive ways of relating to each other.
- Someone who had worked in a team for a long time, highly regarded, making great contributions, saying “I feel anxious because, though I’ve been here for 12 years, I still don’t feel part of the group”.
- A team member, months away from retirement, saying “In 40 years I have always been placed in a room below the stairs away from everyone else, never asked for my opinion. I’ve been told I will never really be part of the team (because of my demographics). Today for the first time I feel seen and heard.”
- A manager sharing a fear speaking up to challenging the status quo, and instead, going along with practices that were unethical.
Such instances reveal ways in which feelings of inclusion and belonging can improve collaboration, encourage diverse views, stimulate innovative thinking, build trust and cohesion in teams, and facilitate open, honest conversation across hierarchies and generations.
Psychological Safety is not only integral to wellbeing, but it also impacts performance and results directly and indirectly.
As you think about your own organisation, consider these questions:
- What have you noticed in the psychological safety climate in teams you know?
- Would people at your workplace be able to mark themselves “SAFE AT WORK”?
- What metaphorical PPE (Personal Protective Equipment) would you recommend for ensuring psychological safety?
If you would like to speak to us about creating a culture of psychological safety in your organisation, please email us at connect@calanamurray.com or connect via our website www.calanamurray.com
